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Smart Shutdown Considerations for a Successful Shutdown

Smart Shutdown Considerations for a Successful Shutdown. Why Smart Shutdown?. The Need Retain and reutilize valuable DoD resources & reduce potential waste A validated user need may still exist – and need addressing by DoD The Mission

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Smart Shutdown Considerations for a Successful Shutdown

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  1. Smart Shutdown Considerations for a Successful Shutdown

  2. Why Smart Shutdown? The Need Retain and reutilize valuable DoD resources & reduce potential waste A validated user need may still exist – and need addressing by DoD The Mission Identify actionable critical activities to be accomplished in order to document program resources for aid in any future reuse and affect an efficient and effective program closeout The Outcome An orderly, disciplined, and efficient realignment of program resources that protects personnel and the equitable interests of all parties

  3. Program Cancellation Concerns • Complex teaming arrangements/joint ventures • Major subcontracts and multi-tier subcontractor hierarchies • Significant Government-furnished and/or contractor acquired/produced property • Issues of data rights/intellectual property • Potential litigation and drawn-out settlements

  4. Program Office Major Considerations • Personnel Realignment: • Personnel are your most important resource and the most enduring resource of your • program and future programs – plan for their future. This is job No. 1 • Capabilities/ Requirements Realignment: • Planning, communicating and executing all aspects of your program’s performance capabilities and user requirements associated with a cancelled program • Technologies Realignment: • The practical re-application of knowledge especially in a particular area; a manner of accomplishing a task especially using technical processes, methods, or knowledge • Property Realignment: • Inventorying and redistribution/ reutilization of facilities/ hardware/ software/ data associated with a cancelled program • Contracts Realignment: • All aspects of the Contracting activities required during the acquisition program cancellation and contract(s) termination • Budget & Financial Management Realignment: • All aspects of budget/financial management activities associated with an acquisition program cancellation These Provide the Framework for an Orderly and Efficient Shutdown

  5. SmartShutdown Framework

  6. Smart Shutdown Tool Box • Smart Shutdown in ACC • Collaborative workspace on the DAU website • (Acquisition Community Connection) to facilitate communication and best practices • Including Smart Cards and Senior Leader Nuggets • Smart Shutdown Spreadsheets (Smart Cards) • Profile cards outlining critical program considerations • organized by major functional area • Smart Shutdown Spreadsheet Generator (Beta) • Integrated database (using meta-tagged program considerations) for the automatic • generation and tailoring of Program specific shutdown activities • Smart Shutdown Program Guidebook (Future) • Guidebook outlining processes and plans to assist in efficient and successful • termination activities

  7. Senior Leader Interview Nuggets • Personnel Realignment • Capabilities/ Requirements Realignment • Technologies Realignment • Property Realignment • Contracts Realignment • Budget/Financial Management Realignment

  8. Personnel Transition Team Selection Key Personnel (Gov’t/SETA/Prime) and Commitment Avoid the “abandon ship” mentality Scheduling release dates Those who stay are at risk, help them Competing interests (job security) Training/Guidance Keep emotions in check, it isn’t personal THINK “Transition Philosophy”

  9. Personnel (con’t) • Communications Plan • Cannot over use town halls/all hands • Scheduled updates • Rumor control • Post the plan • Set the “lights out” date • Security and personnel out briefs • Identify Shutdown SME’s (external) VS.

  10. Consider all Stakeholders Especially important for your communications plan What are their interests/motivations? Consider special briefings by PEO/PM Everyone has a voice in the process Industry,other service,international partners Capabilities/Requirements

  11. Protect the technology; DoD paid for it Protect information and data How do you plan on archiving data (class/unclass)? Data libraries TDPs – where do you send/store it? Background information Technology Considerations Lab(s) Other Services Put on the shelf (Mothball) Other Program Offices/Organizations Technologies Helicopter Gunship Cost of Living, aircraft serial No. 64-13145

  12. Facilities/ hardware/ software/ data Inventories Leave in place, ship, storage – costs Possible use on other Gov’t Programs GFX Data Rights Transfer ownership process Contractors (Prime/Sub) Another PMO/SPO Disposal Disposition of property can often be the “long pole” • Property

  13. Have Contractors submit a termination proposal/action plan Partnering Acceptance Involve DCMA/DCAA/General Council Consider ending Cost Reimbursable contracts to one that is more controllable • Contracts

  14. The TCO is a key part of your transition team; ensure they’re on it for the duration Usually brought in from outside the program Consider keeping the PCO assigned May consider contracting for needed expertise for transition Could revise contract incentives for termination phase KTR should be motivated (partly) by CPAR concerns • Contracts (con’t) TCO=Terminating Contracting Officer PCO=Procuring Contracting Officer

  15. This will usually be a “given” Additional funding may be needed Reprogramming actions Transition Costs TDPs costs Data harvesting/storage Contract termination costs Comptrollers perspective? Announced shutdown dates/timeframe will impact Consider the size of your program and it’s visibility Who is running ‘top cover’? Consider maintaining your Financial Manager throughout the shutdown process Budget & Financial Management

  16. SmartShutdown Framework • Smart Shutdown in Acquisition Community Connection • Smart Shutdown Spreadsheet Generator (Beta) • Integrated database (using meta-tagged program considerations) for the automatic • generation and tailoring of Program specific shutdown activities https://acc.dau.mil/CommunityBrowser.aspx?id=308481&lang=en-US https://cftest01.f18hornet.net/ssps/index.cfm

  17. Final Thoughts • Program start ups require significant planning and hard work – program cancellations are no walk in the park either • Significant planning and preparation required to get it right • DAU can help by partnering with you for strategic benefit

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